1 / 20

Essien Abel Essien Director, Strategic Planning ECOWAS Commission

ECOWAS COMMISSION COMMISSION DE LA CEDEAO. ECOWAS VISION 2020 AND THE LONG TERM STRATEGIC PRIORITIES : IMPLICATIONS FOR COLLABORATION WITH ECA. Essien Abel Essien Director, Strategic Planning ECOWAS Commission.

landers
Télécharger la présentation

Essien Abel Essien Director, Strategic Planning ECOWAS Commission

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ECOWAS COMMISSION COMMISSION DE LA CEDEAO ECOWAS VISION 2020 AND THE LONG TERM STRATEGIC PRIORITIES : IMPLICATIONS FOR COLLABORATION WITH ECA Essien Abel Essien Director, Strategic Planning ECOWAS Commission A presentation made at the Ad Hoc Expert Group Meeting on Assessing the Implementation of the ECA-WA/ECOWAS Multi-Year Programme of Cooperation, Quagadougou, November 10-11, 2009

  2. OBJECTIVE • To communicate the main elements of the ECOWAS Vision 2020 • To present the strategic goals/priorities under the regional strategic plan • To describe the frameworks used in defining the regional strategic plan • To locate the MYP within this framework and indicate implications for collaboration with ECA

  3. CONTENT PAGE • Background • Vision of ECOWAS • The Strategic Plan – It’s Purpose • Strategic Goals/Priorities • Pyramids of Success & Translation • The Regional Strategic Plan and the MYP • Conclusion

  4. BACKGROUND (1 of 2) • Founded in 1975 and comprises of a regional group of 15 countries, ECOWAS has recorded success, albeit miniscule • Several challenges have bedeviled the integration process in recent times, e.g. the inability to fully implement the ECOWAS Monetary Cooperation Programme (EMCP), ECOWAS Trade Liberalization Scheme (ETLS), lack of capacity, the global economic downturn, etc. • ECOWAS is currently refocusing its activities to align with the Vision of the Authority of Heads of State and Government to become an ECOWAS of People • Aim is to set a clear regional agenda to underpin the region’s ambition to significantly raise the standard of living of its people

  5. BACKGROUND (2 of 2) Strategic Plan: 207 -2010: Work in progress ECOWAS Vision 2020: Adopted in 2007 TOWARDS AN ECOWAS OF PEOPLES Medium Term Action Plan: Implementable Activity Plan Capacity Building Plan: Operational Building ECOWAS Future Now

  6. KEYWORDS ENABLERS • Borderless • Peace • Prosperity • Cohesion • Good governance • Access • Harnessing • Creation of opportunities OBJECTIVES • Sustainable development • Environmental preservation THE VISION OF ECOWAS (1 of 2) • To create a borderless, peaceful, prosperous and cohesive region, built on good governance and where people have the capacity to access and harness its enormous resources through the creation of opportunities for sustainable development and environmental preservation

  7. THE VISION OF ECOWAS (2 of 2) • ECOWAS Commission saddled with the task of: • Coordinating all activities leading to the promotion of cooperation and integration among member states to raise the living standards of the people: • by enhancing their capacity to access and harness resources, • maintain political and economic stability, through the pursuance of sound economic management and good governance, • and adopting dialogue as a means of fostering relations among member states • A requirement to develop a regional strategic plan that would drive the Vision as well as action plans across the regional institutions to give effect to concrete programs necessary for the implementation of the SP and the realization of the tenets of the Vision.

  8. THE REGIONAL STRATEGIC PLAN: PURPOSE Community ECOWAS Institutions • Raises their collective awareness on current and future issues and operations • Facilitates a reconciliation between past ways of doing things versus modern ideas and the projection of future service demand • Sets the stage for the Community’s institutions to operate at a new, purposeful, and efficient level • Aides the development of an outcome “planning” document suitable for developing action plans, creating timelines, and communication to the Community • Provides an opportunity for the citizens to participate in the process and take a genuine interest in their future, thereby increasing morale • Promotes a common sense of purpose and cohesion • Indicates a “road map” for development and service delivery in the near and distant future • Focuses on “what must be done”, “what can be delayed or eliminated”, “who will be served”, “what is the intended outcome”, and “who will provide the service, how, and to what level”

  9. STRATEGIC GOALS/PRIORITIES (1 of 6) Promote good governance and upgrade the conflict prevention, management and resolution mechanism • Major Challenges • The need to mainstream conflict prevention into stabilization and post conflict interventions • The need to improve the regional management systems and human resources to be able to better manage multiple tasks efficiently and effectively • The need to improve the structural and operational architecture, e.g. social infrastructure, diplomacy, humanitarian issues etc. • Strategy • Mobilize the resources and enhance the strategies required to fulfill the Commission’s mission of maintaining peace, stability and security in the region, within the context of good governance, as a basis for sustainable development

  10. STRATEGIC GOALS/PRIORITIES (2 of 6) Promote a Competitive Business Environment • Major Challenges • Creation of a conducive business and work environment • Provision of basic economic and technological infrastructure • Education and skills development • Entrepreneurship and enterprise development • Innovation and creativity • Strategy • Provide the necessary policy and structural input that would ensure regional and national competitiveness as well as a conducive business environment for the development of the private sector and build capacity to support a regional investment framework

  11. STRATEGIC GOALS/PRIORITIES (3 of 6) Sustained Development and Cooperation in the Region • Major Challenges • Lack of adequate social and physical infrastructure for the establishment of a strong and viable private sector. • Absence of political will to implement the various protocols that would engender cross-border transactions, particularly those related to free movement of persons, goods, services, capital, etc. • Lack of capacity to manage the development process, as well as incoherence and inconsistency in collective bargaining and negotiation • Lack of an industrial policy harmonization agenda that would promote the orderly development of the industrial sector and facilitate cost reduction in the productive sectors of the regional economies • Strategy • Support and encourage all initiatives that would facilitate compliance with existing policies and protocols, and provide the enabling environment for sustained development in the region

  12. STRATEGIC GOALS/PRIORITIES (4 of 6) Deepen Economic and Monetary Integration • Major Challenges • Absence of common economic policies and legal, accounting and statistical frameworks • Lack of coherence and synergy in the multilateral surveillance mechanism of the various ECOWAS institutions responsible for implementing the ECOWAS Monetary Cooperation Program (EMCP) • Paucity of research on socio-economic development issues to aid the preparation of position statements and policy briefs to evaluate the status and depth of regional integration • Non-achievement of primary and secondary convergence criteria on a sustainable basis by member countries • Non-operationalisation of the relevant institutions necessary for the establishment of the second monetary zone (WAMZ) and ultimately the single currency for the region • Strategy • Promote economic policy harmonization and monetary co-operation as a means of achieving macro economic convergence and eventual attainment of single currency within the region

  13. STRATEGIC GOALS/PRIORITIES (5 of 6) Reinforce Institutional Capacity • Major Challenges • Low investments in human capital development • Lack of organizational culture, dearth of tools and unfriendly work environment • Inefficient organizational structures and poor management system that do not conform to modern and best standards of global practices • The region suffers grossly from low ICT penetration, knowledge, accessibility, availability and applicability • Strategy • To develop an efficient and functional work environment for enhanced productivity and the coordination of activities that are necessary for the timely realization of the Vision of the region

  14. STRATEGIC GOALS/PRIORITIES (6 of 6) Strengthen the Mechanism for Integration into the Global Market • Major Challenges • The institutionalization of a strategic planning and programming system that would not only be forward looking, but key into the vision of the region and mirror the expectation of the international development partners • Lack of effective mechanism for an integrated approach to trade promotion • Low value addition and poor quality of products emanating from the region that would make them competitive in the international market • Poor state of infrastructure in the region, which remains regrettable, disastrous and production-reductive • The current global crisis, global meltdown contagion (GMDC) and their likely effects on aids and foreign direct investments flow`` • Strategy • Implementation of the ECOWAS Vision 2020, Strategic Plans of ECOWAS Institutions and the creation of a favourable environment for effective integration into the global market

  15. PYRAMID OF SUCCESS How do we do this? The methods and tools necessary to achieve our mission. It involves preparing the best way to respond to the circumstances of the organization's environment, whether or not these circumstances are known in advance VISION How are we going to achieve this?...What plan should we follow?...How do we know when we have met our goals?...How do we keep on track? MISSION STRATEGY How should we structure our capabilities to realize value and work efficiently? CAPABILITIES ARCHITECTURE Technology Organization Funding Processes Facilities Institutions Good Governance Culture

  16. ISSUES UNCOVERED Intervention seven in Key Areas Technical Assistance Road Map • Institutional Arrangement and Organizational structure • Process Redesign • Control Systems • ICT Infrastructure Overhaul • Financial Strategy • Communication Strategy • Strategic Alliance • Defined by the key intervention areas • These defines the technical assistance needs • To support the reform and facilitate change in the key areas • To aid the implementation of the strategic plan Development Partners Support is Required:

  17. PYRAMID OF TRANSLATION ECOWAS CITIZENS END POINT of Delivery to ECOWAS Citizen There is a need to ensure that only viable programs/projects (aligned to the vision) are embarked upon, internal resources are properly directed for effective implementation, and resources are properly managed to ensure program/project sustenance over time. PROGRAMS /PROJECTS Programs/projects can only be successfully delivered to ECOWAS citizens within an established program management framework. FINANCE (management) These are key drivers of an effective process management system as they continuously ensure that the right people occupy the right positions, and they possess the right tools to carry out their duties. Managing the financial resources for the programs and projects ICT FACILITIES PEOPLE MGMT SYSTEM CULTURE/WELFARE PROCESS MANAGEMENT SYSTEM A process management system defines how a business operates and the way in which it delivers value to both to its internal and external customers. Processes involve both manual and automated activities, and integrating these activities into a seamless and harmonious flow provides process excellence and competitive/cost cutting advantages. CONTROL SYSTEM(Components – M&E, AUDIT, ICT etc.) Business Rules/ Authority Limits/ Operations Manual Business Process Manual Ownership/ Responsibilities Having defined the vision, finances must be sourced in-house and through external channels to translate the vision into reality. Key Performance Indicators Information/ Reports Automation Support FINANCE (mobilization of resources) START POINT of Delivery to ECOWAS Citizen VISION

  18. THE REGIONAL STRATEGIC PLAN AND THE MYP The Thematic Areas Matters Arising • Mapping of the thematic areas to the regional priorities under the strategic plan • Harmonization of programming framework as an integral part of the regional integration agenda • Consistency in the program time frame and avoidance of multiplicity and duplication of programs • Location of MYP planning and point of entry to engender synergy and enhance effectiveness • Role of partners in a strategic alliance framework • Institutional Strengthening of the ECOWAS Commission • Support to ECOWAS Commission for Consensus and Policy Advocacy at sub regional level • Monitoring the State of Regional Integration and Economic Performance in West Africa • Support to the Implementation of NEPAD • Trade Issues • Gender Issues • Promoting Good Governance in West Africa • Climate Change.

  19. LAST LINE • Strategic planning holds the key to development and the promotion of economic integration in our region • A collaborative arrangement provides an effective • mechanism for coordination and design of intervention • programs The technical assistance road map needs to be discussed and translated into concrete actions We have taken steps in the right direction

  20. THANK YOU MERCI OBRIGADO

More Related